Nearly 80 per cent of employers introduce coaching skills initiatives to
improve overall company performance but only a minority of organisations
measure its effectiveness, research finds.
The study for the School of Coaching (SoC) at the Industrial Society shows
more than 80 per cent of employers use coaching to improve individual
performance and a similar proportion introduce it to support the personal
development of their staff.
Six out of 10 companies coach top team members but less than a third
evaluate how effective this training is and most don’t have a coaching
strategy.
David Webster, managing director of SoC, believes it is irresponsible of
companies not to ask questions about the effectiveness and validity of their
coaching programmes, particularly at such a senior level.
"Organisations using coaching are hoping to improve individual and
company performance and support personal development. These are creditable
objectives but if there isn’t an evaluation structure in place for your
coaching initiative, how do you know if it is generating success, stagnation or
even problems?"
The survey of 179 HR managers also shows that developing coaching skills
tends to be restricted to management.
Nearly two-thirds of organisations, which currently have an initiative in
place aimed at developing coaching skills in their line managers, report that
the scheme is aimed primarily at developing coaching skills in middle managers.
Half of respondents reveal coaching initiatives are aimed at senior managers
and a similar proportion have schemes aimed at junior managers/team
leaders/supervisors.
Employers in the manufacturing sector spend the most on coaching per
employee, an average of £274, while service sector employers spend the least,
averaging £164 per staff member.
By Ross Wigham
